I have a resit assignment for business process and systems. I can provide you with the previous work in which I got 30/100. i can provide the teachers feedback and other helping material also.
BUS6057 Business Process and Systems - Part 1 discussion in week one.
This module is practice based and requires full attendance –
All the material in this file will be taught/on Moodle and discussed in detail in the class.
Sukhdev Dhesi. September 2020.
Assignment part one:
Where to start your assignment:
1 Brief statement why you are using SSM
2: Start with brief discussion on Components of Business Operation Management
3. How Primark UK is creating value for customers and what are their models to create this value (discuss in the context of the operations theories).
4. You are trying to find the gaps between Primark UK and other fashion retailers.
5 Your solutions to fill these gaps (see notes above).
6 The Parcel Conundrum depending on your solution – issues with delivering to the door.
BBC News – The parcel conundrum
www.bbc.co.uk/news/magazine-18709348
Please read the assignment brief – it includes all the instructions.
Briefly outline the essential components for effective business operations management for Primark UK.
You need to understand what are the components (elements) of operation management.
Key elements of operation management:
Please note NOT all elements will apply to Primark UK stores.
Production selection and design
Facilities location (warehouse, stores etc.)
Facilities layout and materials handling (the layout of the stores – how this improves customer journey/experience through the store.
Capacity planning (stoke from the warehouse/ suppliers straight to store selves or is there longer journey).
Production planning and control
Inventory control
Quality assurance and control
Work study and job design
Maintenance and placement
Cost reduction and cost control
(see attached article reference)
Following elements for retail:
You have to research which of the above elements are Primark UK good in performing. Not all apply to Primark UK and assignment states briefly outline the essential components.
Next
WHAT PRIMARK UK IS GOOD AT FOR THE CUSTOMER, COMPARE TO OTHER FASHION RETAILERS
HOW DO THEY CREATE VALUE FOR THE CUTOMER?
Here you should research the practice – How Primark UK creates value for customer
Combine the theory (i.e. Operation strategy priority model, Walter’s four V’s profile, customer value chain etc.) and the practice to synthesis outcomes.
This should be critical analysis supported with evidence/reference (relevant theories and practice). Critical discussion (synthesis from your research).
Support your discussion with appropriate business operations models i.e. operation strategy performance (priorities) model, customer value, the service gap model, four v’s profile etc..
(Operation strategy priority model - Different authors refer to this with different names (Slack et al. refer to this as operations performance objectives – this is Speed, Dependability, Cost, Time and Flexibility).
Walter’s four V’s profile (discussed in the first lecture), Mintzberg’s Five Ps for Strategy include, Customer value, The service GAP model and other models discussed in the lectures and from your research. DO NOT USE PORTER or SWOT.
Here apply the various models to support your discussion relating to Primark UK. You should critically discuss what they do in the store in the context of the models.
PLEASE NOTE YOU ARE NOT REQUIRED TO EXPLAIN EACH MODEL BUT CRITICALLY APPLY IT TO YOUR DISCUSSION.
Bit more details on Slack’s model to start you off – please research the other models (discussed in week one)
1. Cost: The ability to produce at low cost.
2. Quality: The ability to produce in accordance with specification and without errors.
3. Speed: The ability to do things quickly in response to customer demands and
thereby offer short lead times between when a customer orders a product or
service and when they receive it.
4. Dependability: The ability to deliver products and services in accordance with
promises made to customers (e.g. in a quotation or other published information).
5. Flexibility: The ability to change operations. Flexibility can comprise up to
four aspects:
i. The ability to change the volume of production.
ii. The ability to change the time taken to produce.
iii. The ability to change the mix of different products or services produced.
iv. The ability to innovate and introduce new products and services.
Excelling at one or more of these operations performance objectives can enable an
organisation to pursue a business strategy based on a corresponding competitive factor.
Slack et. al.
NEXT
Brief statement why you are using SOFT SYSTEMS METHODOLOGY.
NEXT
HERE WE ARE TRYING FIND OUT WHAT PRIMARK UK IS NOT DOING GOOD COMPARE TO Zara, ASSOS .
READ ON MOODLE (also emailed to you in the first week) A Complete Model of the Supermarket Business - Frank Steeneken and Dave Ackley
WE ARE THE GAPS – and what are your solutions to fill these gaps.
You should compare and contrast different models used by the sector in which LIDL operates and recommend appropriate solutions for online shopping, make easier for customers to select and buy their products with fully integrated mobile applications.
If one of your solution is online shopping to accommodate customers then you have to consider following issues:
Issues to consider centralised/decentralised inventory and delivery chain, customer value chain, cost implications, sustainability etc..
What went wrong at Assos online shop?
Top 10 UK Retailers: Clothing & Footwear Sector
Retail Economics publish a monthly UK Clothing and Footwear sector report that provides in-depth analysis on the latest retail data and consumer trends affecting the category. The report covers retail sales growth, region and category-specific economic insight, together with market share size and rankings for the UK's top ten Clothing and Footwear retailers:
UK Top 10 Clothing & Footwear Retailers by Market Share in 2018/19
1 Marks & Spencer’s UK sales dipped 1.8% to £9,440.7m in the year to March 2019, as its clothing and home categories continued to underperform. Its clothing and h... Subscribe for more info >
2 Primark reported that its total sales rose 4% over the three quarters to 22 June. UK like-for-likes were said to be affected by cooler weather in May compared t... Subscribe for more info >
3 Online continues to outperform Next’s store performance. The department store reported that full-price sales rose 4.5% in the 13 weeks to 27 April, supported by... Subscribe for more info >
4 Asda warned of an “increasingly challenging backdrop” as the grocer reported a 1.1% drop in like-for-like sales in Q1 2019, attributed to a later Easter, but no... Subscribe for more info >
5 Fashion darling of the noughties Arcadia has had to take drastic measures to reshape its business amid torrid mid-market high street conditions. A CVA to close... Subscribe for more info >
6 Tesco’s UK and ROI like-for-likes rose 0.8% in the 13 weeks to 25 May, boosted by its merger with Booker at the beginning of the previous financial year. Despit... Subscribe for more info >
7 New Look’s pre-tax losses spiralled to £537.5m in 2018/19, due to £423.3m of impairment and finance costs, although the retailer did celebrate a return to profi... Subscribe for more info >
8 Ongoing store openings has meant that TK Maxx has more or less reached its long-term target of 300 to 325 outlets in the UK. TJX UK, which consists of TK Maxx,... Subscribe for more info >
9 H&M has trimmed previous plans to open a net of 175 stores in 2018/19 down to 130 stores, as it places greater focus on e-commerce sales on the back of changing... Subscribe for more info >
10 Following Debenhams’ collapse into a pre-pack administration in April with its lenders immediately taking control, creditors approved a CVA a month later, which... Subscribe for more info
Source: Financial reports, Consumer Surveys, Retail Economics analysis. https://www.retaileconomics.co.uk/top-10-retailers-clothing-and-footwear
The new big threat to all from AMAZON.
Should Primark UK base the deliver from Warehouse or local store?
With reference to the parcel conundrum (http://www.bbc.co.uk/news/magazine-18709348) recommend how B & M should respond to the “delivery to the customer conundrum” (keeping in mind the possible technological and environmental (CO2) impact).
(Which approach should LIDL use to deliver to the door).
Should Primark UK base the delivery from the Warehouse or local store?
Your research above will show which stores deliver from local stores?
Which stores deliver from central warehouse?
WHY?
(These are General Notes to help those who are struggling)
Capacity Planning:
Availability matches the demand.
Facilities location:
Delivered customer cost
Facilities layout and materials handling:
Handling cost,
Delays and congestion
Product selection and design:
The right kind of products
Lowest cost.
Process selection and planning:
Technology to automation.
Production Planning:
Output, quality,
Inventory control:
Optimal inventory
Availability
Just in time (JIT)
Quality:
Quality (this is important to ALDI)
Cost control
Work-study and job design:
http://www.bptrends.com/publicationfiles/01-03-2012-ART-Supermarket%20Article-steeneken-Ackley%20111226.pdf
http://mhhe.com/omc/video-frames.htm
Operation prospective to consider:
Providing continuously higher quality
With shorter delivery time
And better customer service
While simultaneously reducing labour and material cost and utilisation of existing faculties
All this as completive advantage.
Operations management and its objectives
An operation may be defined as the process of changing inputs into outputs thereby adding value to some entity. Right quality, right quantity, right time and right price are the four basic requirements of the customers and as such they determine the extent of customer satisfaction. And if these can be provided at a minimum cost, then the value of goods produced or services rendered increases. Thus the objectives of production management are “to produce goods and services of the right quality, in the right quantities, according to the time schedule and a minimum cost”.
Objectives of production management may be amplified as under:
Producing the right kind of goods and services that satisfy customers’ needs (effectiveness objective).
Maximizing output of goods and services with minimum resource inputs (efficiency objective).
Ensuring that goods and services produced conform to pre-set quality specifications (quality objective).
Minimizing throughput-time- the time that elapses in the conversion process- by reducing delays, waiting time and idle time (lead time objective).
Maximizing utilization of manpower, machines, etc. (Capacity utilization objective).
Minimizing cost of producing goods or rendering a service (Cost objective).
<img src="http://www.mbaknol.com/wp-content/uploads/2010/04/Operations-manager-mbaknol.jpg" alt="" title="Operations-manager-mbaknol">
Key elements of Operations Management
Product selection and design: The right kind of products and good designs of the products are crucial for the success of an organizing. A wrong selection of the product and/or poor design of the products can render the company’s operation ineffective and non-competitive. Products/services, therefore, must be chosen after detailed evaluation of the product/services alternatives in conformity with the organization’s objectives. Techniques like value engineering may be employed in creating alternate designs, which are free from unnecessary features and meet the intended functions at the lowest cost.
Process selection and planning: Selection of the optimal “conversion system” is as important as choice of products/services and their design. Process selection decisions include decisions concerning choice of technology, Equipment, machines, material handling systems, mechanization and automation. Process planning involves detailing of processes if resource conversion required and their sequence.
Facilities (Plant) location: Plant location decisions are strategic decisions and once plant is set up at a location, it is comparatively immobile and can be shifted later only at a considerable cost and interruption of production. Although problem of location choice does not fall within preview the production function and it occurs infrequently, yet it is of crucial importance because of its major effect on the performance of every department including production. Therefore, it is important to choose the right location, which will minimize total “delivered customer” cost (Production and distribution cost). Locational decisions involve evaluation of locational alternatives against multiplicity of relevant factors considering their relative importance to the organization and selecting those, which are operationally advantageous to the organization.
Facilities (Plant) layout and materials handling: Plant layout is concerned with relative location of one department (Work center) with another in order to facilitate material flow and processing of a product in the most efficient manner through the shortest possible time. A good layout reduces material handling cost, eliminates delays and congestion, improves co-ordination, provide good housekeeping etc. while a poor layout results in congestion, waste, frustration, inefficiency and loss of profit.
Capacity Planning: Capacity planning concerns determination and acquisition of productive resource to ensure that their availability matches the demand. Capacity decisions have a direct influence on performance of production system in respect of both resource productivity and customer service (i.e. delivery performance). Excess capacity results in low resource productivity while inadequate capacity leads to poor customer service. Capacity planning decisions can be short-term decisions. Long-term capacity planning decisions concern expansion/contraction of major facilities required in the conversion process, economics of multiple shift operation, development of vendors for major components etc. Short-term capacity planning decisions concern issues like overtime working, sub-contracting, shift adjustments etc. Break-even analysis is a valuable tool for capacity planning.
Production Planning and Control (PPC): Production planning is the system for specifying the production procedure to obtain the desired output in a given time at optimum cost in conformance with specified standard of quality, and control is essential to ensure that manufacturing takes place in the manner stated in the plan.
Inventory control: Inventory control deals with determination of optimal inventory levels of raw materials, components, parts, tools; finished goods, spares and supplies to ensure their availability with minimum capital lock up. Material requirement planning (MRP) and just in time (JIT) are the latest techniques that can help the firm to reduce inventory.
Quality assurance and control: Quality is an important aspect of production system and it must ensure that services and products produced by the company conform to the declared quality standards at the minimum cost A total quality assurance system includes such aspects as setting standards of quality, inspection of purchased and sub-contracted parts, control of quality during manufacture and inspection of finished product including performance testing etc.
Work-study and job design: Work-study, also called time and motion study, is concerned with improvement of productivity in the existing jobs and the maximization of productivity in the design of new jobs. Two principal component of work-study are: Method study and Work measurement
Method study has been defined as the systematic recording and critical examination of the existing and proposed ways of doing work, as a means of developing and applying easier and more effective methods and reducing costs. Method study when applied to production methods yields one or more of the following benefits:
Improved work environment
Improved facility layout
Better utilization of facilities
Greater safety
Lesser materials handling
Smooth production flow
Lower work-in-process
Higher earnings for the workmen
Maintenance and replacement: Maintenance and replacement involve selection of optimal maintenance Preventive and/or breakdown) policy to ensure higher equipment availability at minimum maintenance and repair cost. Preventive maintenance, which includes preventive inspection, planned lubrication, periodic cleaning and upkeep, planned replacement of parts, condition monitoring of the equipment and machines, etc. is most appropriate for critical machines.
Cost reduction and cost control: Effective production management must ensure minimum cost of production and in this context cost reduction and cost control acquires significant importance. There are large number of tools and techniques available that can help to make a heavy dent on the production cost.
http://www.ieseinsight.com/doc.aspx?id=1125
http://books.google.co.uk/books?id=uCRvWYiQ_04C&pg=PA208&lpg=PA208&dq=essential+components+of+operations+management&source=bl&ots=BRnY8xhYX6&sig=4h0ZN2BzDfGjk0p8Q42DhlzlZzc&hl=en&sa=X&ei=nZfzUtzhE-er7Ab9v4AY&ved=0CEEQ6AEwBDgK#v=onepage&q=essential%20components%20of%20operations%20management&f=false
http://businesscasestudies.co.uk/aldi/creating-value-through-the-marketing-mix/#axzz2sDNu7Hl8
Chameleon – I am not clear if this applies - please have look at the articlehttp://www.gsb.stanford.edu/sites/default/files/research/documents/farfe%20panel%20pfleiderer.pdf
E-Commerce Operations Management
By Marc J. Schniederjans, Qing Cao
http://books.google.co.uk/books?id=LOlZkNKzTRwC&printsec=frontcover&dq=important+components+in+operation+management&hl=en&sa=X&ei=pTsmUbygK4aW0QXi64CYBw&ved=0CEwQ6AEwBTgK#v=onepage&q=important%20components%20in%20operation%20management&f=false
